Driver retention starts with listening

For CEVA Logistics, one of the clearest lessons from recent years is that retaining drivers starts with understanding what makes them leave. It has managed to reduce driver turnover from 50% to 17%. 

Driver shortage remains one of the industry’s top concerns. But the picture is complex. And according to Marco Henry, Global Ground & Rail Procurement and Fleet Management Director at IRU member CEVA Logistics, wages are no longer a major factor.

For several years, Europe and North America saw what he describes as “a sort of wage war”. Higher pay helped companies secure drivers. But many markets may now have reached the limits of what pay can solve.

“What is changing today, especially in North America, but also in Europe, is that truck conditions are an important element of drivers leaving the company,” he said.

That means comfort. It means modern equipment. It also means basic reliability.

For drivers, small operational failures can quickly become major frustrations: a broken trailer, faulty taillights, doors that do not close properly, or equipment that is not repaired on time. “There is nothing that will upset a driver more,” said Marco Henry, pointing to the daily impact of poor maintenance and mechanical issues.

Work-life balance is another decisive factor. In North America and Australia in particular, CEVA sees drivers moving from long-haul to short-haul work, sometimes accepting lower pay in exchange for more time at home. This trend has strengthened since the pandemic. Long-haul remains more exposed to shortages because of long hours and extended time away from home.

CEVA’s response has been practical and sustained.

Around five years ago, the company launched a structured retention and recruitment programme, with communication at its core. Drivers can now provide feedback quickly, respond to surveys and raise issues across the company. The results have been significant: CEVA reduced driver turnover from 50% in 2022 to 32% in 2023, 20% in 2024 and 17% in 2025.

The key is not just collecting feedback. It’s acting on it.

CEVA reviews driver feedback through a two-tier process. Local issues, such as late paperwork, loading delays or equipment defects, are sent directly to the relevant station, depot or maintenance team for quick action. Broader issues are reviewed quarterly with senior operational management.

“Drivers are showing a very high level of maturity, providing real insights and putting real problems on the table,” said Marco Henry.

The three most common complaints have been facilities at loading and unloading sites, late documents, and timely repair and maintenance. CEVA has responded by investing in better driver comfort areas, including showers, rest areas and places where drivers can wait more comfortably while loading or unloading.

Feedback must also be closed. “If you don’t come back to the driver saying, ‘we’ve taken note of what you’re saying and we’re going to work on it’, then avoid it,” he said. “Otherwise, it’s useless.”

Recruitment is also changing. CEVA has introduced AI tools to screen incoming candidates, avoid missed applications, extend recruitment coverage to nights and weekends, and pre-qualify drivers through targeted questions. This has helped halve onboarding times, from around 20 days for independent contractors and 15 days for drivers to roughly half that.

Casting a wider net

But the shortage is not only about recruitment speed. It is also about skills.

Highly skilled drivers, including those working in heavy lift or hazardous materials transport, are becoming harder to find.

CEVA is trying to widen the talent pool. In North America, it works with Women in Trucking and encourages women to apply for roles that offer better work-life balance, such as local distribution.

It also supports younger entrants through programmes such as “Dock to Driver”, which gives warehouse employees a pathway into driving, with CEVA covering permit costs. Paid training also allows candidates to test the job alongside skilled drivers before committing.

Infrastructure remains a major barrier, especially in Europe. Marco Henry noted that North America offers large truck parking areas with better amenities, while many European rest facilities remain poor. This affects all drivers, but it is particularly important for attracting more women and younger people to the profession.

Electric comfort

Electric trucks may also improve the driver experience. They offer less noise and vibration, making them more comfortable than diesel vehicles on short and medium routes. But long-haul drivers remain concerned about charging availability.

Maintenance is another trade-off: electric trucks require less frequent maintenance, but when work is needed, it is more complex and requires trained technicians and suitable facilities.

For CEVA, the message is clear. Better equipment, better communication and better infrastructure matter. Pay is important. But it is not enough.

As Marco Henry put it, life on the road is still challenging. Traffic, weather, congestion and loading delays are part of the job. “Either we make it more comfortable, or it will be harder and harder to find skilled drivers.”